The
Tata Imbroglio: VUCA Claims Its Latest Victim
VUCA has claimed yet another victim in the form of
the Tatas. Just as before every great change there is great chaos,
the Tatas may emerge from this stronger and more adaptable. To expect
that they must retain the same old values that got them here could
get relegated to the category of `romantic fantasy`. After all, what
got them here won't get them there.
Few days back, moving out of a cliche, there was genuine
Breaking News. The Tatas did a typical Corporate America – they
sacked Cyrus Mistry in a swift move and dropped a bombshell on the
media. The announcement was LOUD AND CLEAR, very unlike the
traditionally suave and soft approach they had taken thus far. Even
the common man on the street, who has little or no knowledge of
corporate boardroom battles, was taken aback by the news, not because
yet another honcho had lost his seat, but because the Tatas, known
for better things than mudslinging in public, had done it.
Generations spread over almost one-and-a-half centuries have grown up admiring the Tatas. The Tatas have always stood for words that define character - like trust, integrity, culture, employee friendliness and dignity. Yet, in a matter of minutes, `dignity` was perceived to have been thrown out of the window and the steel-to-salt conglomerate had become the butt of jokes on social media.
It is incredible that a group known for its tolerance had acted in a manner very unTata-like. As Harsh Goenka in his article in The Times Of India on October 28, 2016, titled `Recipe For Conflict: Mistrust, leadership style and ambition` says: “When Mistry was appointed as chairman four years ago, he was lauded by India Inc as someone who understood the group's culture and was ready to lead it into the 21st century. But it now seems apparent that some of his recent decisions jeopardised what the board of directors considered its “long term interests”. A question that I find hard to answer is that even if his recent decisions went against the Tata heritage, why was it so imperative for the trusts to go against their own traditions and dismiss him so summarily?”
In this VUCA – Volatile, Uncertain, Complex and Ambiguous – world, not just for individuals and families, even a hardened value- and culture-driven group like the Tatas is finding it difficult to hold on to tradition. This is almost like Test Cricket – the purest and most traditional form of the game – being forced to adapt to the dynamics of the 20-20 format. The Tatas, in a way have sounded the culture-shift bell, indicating that performance in this VUCA world has to take precedence over softer issues like caring, nurturing and mentoring.
We live in a world where no one is spared the performance stick – be it individuals, families or organisations. Ironically, while we have more convenience, that has added to the complexity; while there is lot of information, there is dearth of quality content; while there are many friends being made everyday, relationships are becoming more and more hollow. The external environment today has a far greater say in our lives than ever before. It's no longer about being able to keep one's counsel despite external circumstances. The mind is bombarded with so much information and irrelevant content today that it has severely dented the discriminative faculty. We live in a hyper technology-driven world, which is threatening the relevance of human emotions and one's intellectual width.
The rise in business options and opportunities has also resulted in immense bottomline pressure on companies. Even conglomerates like the Tatas, which set the corporate cultural tone in India, cannot remain immune from the economic and business dynamics. Long-held values are changing colour at the speed of light. Long-held beliefs are getting redefined or diluted. Earlier, it was about change. Now it is about constant change and continuous reinvention.
VUCA has claimed yet another victim in the form of the Tatas. Just as before every great change there is great chaos, the Tatas may emerge from this stronger and more adaptable. To expect that they must retain the same old values that got them here could get relegated to the category of `romantic fantasy`. After all, what got them here won't get them there.
Generations spread over almost one-and-a-half centuries have grown up admiring the Tatas. The Tatas have always stood for words that define character - like trust, integrity, culture, employee friendliness and dignity. Yet, in a matter of minutes, `dignity` was perceived to have been thrown out of the window and the steel-to-salt conglomerate had become the butt of jokes on social media.
It is incredible that a group known for its tolerance had acted in a manner very unTata-like. As Harsh Goenka in his article in The Times Of India on October 28, 2016, titled `Recipe For Conflict: Mistrust, leadership style and ambition` says: “When Mistry was appointed as chairman four years ago, he was lauded by India Inc as someone who understood the group's culture and was ready to lead it into the 21st century. But it now seems apparent that some of his recent decisions jeopardised what the board of directors considered its “long term interests”. A question that I find hard to answer is that even if his recent decisions went against the Tata heritage, why was it so imperative for the trusts to go against their own traditions and dismiss him so summarily?”
In this VUCA – Volatile, Uncertain, Complex and Ambiguous – world, not just for individuals and families, even a hardened value- and culture-driven group like the Tatas is finding it difficult to hold on to tradition. This is almost like Test Cricket – the purest and most traditional form of the game – being forced to adapt to the dynamics of the 20-20 format. The Tatas, in a way have sounded the culture-shift bell, indicating that performance in this VUCA world has to take precedence over softer issues like caring, nurturing and mentoring.
We live in a world where no one is spared the performance stick – be it individuals, families or organisations. Ironically, while we have more convenience, that has added to the complexity; while there is lot of information, there is dearth of quality content; while there are many friends being made everyday, relationships are becoming more and more hollow. The external environment today has a far greater say in our lives than ever before. It's no longer about being able to keep one's counsel despite external circumstances. The mind is bombarded with so much information and irrelevant content today that it has severely dented the discriminative faculty. We live in a hyper technology-driven world, which is threatening the relevance of human emotions and one's intellectual width.
The rise in business options and opportunities has also resulted in immense bottomline pressure on companies. Even conglomerates like the Tatas, which set the corporate cultural tone in India, cannot remain immune from the economic and business dynamics. Long-held values are changing colour at the speed of light. Long-held beliefs are getting redefined or diluted. Earlier, it was about change. Now it is about constant change and continuous reinvention.
VUCA has claimed yet another victim in the form of the Tatas. Just as before every great change there is great chaos, the Tatas may emerge from this stronger and more adaptable. To expect that they must retain the same old values that got them here could get relegated to the category of `romantic fantasy`. After all, what got them here won't get them there.
Excellent interpretation ...While the reality is truly a mystery ..All said and done the old saying goes where there is smoke there has to be fire . . Let wisdom prevail is what we pray
जवाब देंहटाएंThanks for your comment Anand
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